Strategic Planning

Paper Summary:

This research paper provides an answer to the question of whether strategic planning is even needed by training companies. The paper does this by looking at management personnel in these companies in regard to best practices in the area of strategic planning. The paper explains that this will help to determine whether or not these training companies are well prepared for the future. To accomplish the objectives of this research, questions were developed from the literature review and these questions were asked of personnel in training companies within the geographic area to get their views on strategic planning

Table of Contents:
Chapter 1 - Introduction
1.1 Values of the Organisation
1.2 Successful Organisational Planning - An Analysis is Required
1.3 Aims and Objectives Statement of the research question Chapter 2 - Background of the research
2.1 Planning to Plan
2.2 Identifying Mandates and Standards
2.3 Strategic Decision Making
3 Chapter 3 - Literature Review
3.1 The Beginning of Strategic Planning
3.2 A Mission and a Vision
3.3 Creating a Philosophy
3.4 Threats to the Community
3.4.1 Internal Threats
3.4.2 External Threats
3.5 Identifying Strategic Concerns
3.6 Creating the Ideal Future
4 Chapter 4 -Methodology
4.1 Research strategy for primary research
4.2 Limits and Restrictions to the Study
4.3 Discussion - Importance of the Proposed Methodology
References
Theoretical
Empirical 5Appendix 1: The Interview
Appendix 2: The List of Participating Companies:
Appendix 3: The Selection Criteria for the Companies in the Sample

From the Paper:

"There are many different areas involved when it comes to strategic planning, and many of them can be accidentally overlooked by companies in the desire to create a plan and complete it. In theory, a plan that is well thought out and defined is complete when it is approved and printed, but in reality it is always changing. There are areas of concern that are sometimes not addressed in the original plan, and there are also times when something that was thought to work well does not actually work as well in real life as it does on paper. During times such as these, the strategic plan must then be amended, added to, or changed in order for it to do the job it was designed for and hold to the values and goals that the organisation has created .This is especially true of training companies, since it is such a vital business and there is much more at stake than profit and loss of cash."

Sample of Sources Used:

• Akers, M. D. & Porter, G. L. 1995. Strategic planning at five world-class companies. Management Accounting, pp. 24-31.
• Baron, D. P. 1995. The nonmarket strategy system. Sloan Management Review, pp. 73-85.
• Bechtell, M. 1995. The management compass: Steering the corporation using Hoshin planning. New York, American Management Association.
• Bolman, L. G. & Deal, T. E. 1997. Reframing Organisations: Artistry, Choice and Leadership, 2nd ed, Jossey-Bass, San Francisco.
• Bowden, P. 1985. Organisation and Strategy, McGraw-Hill, Roseville.

More papers on Strategic Planning:

• Persuasive Essay # 142215 : "Strategic Planning for Non Profit Educational Organizations"
• Research Proposal # 105403 : "The Importance of Strategic Planning for Training Companies"
• Research Paper # 55889 : "Strategic Planning"

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